Can we make progress at understanding what may be the differing dimensions
of managerial networking with diff erent clusters of actors and
how these diff erences matter? Can we embed our examinations of
networks and networking in public administration within multilevel
models, thus developing more realistic depictions of the complex realities within which public managers frequently operate? And can we develop a more comprehensive understanding of the worrisome,
not just the attractive, consequences of networked public action?
Given the considerable variation in types of network settings,
particularly with regard to self-organized versus mandated networks,
simple nostrums will have little value; we could greatly benefi t from
better theory that can successfully combine the elements of both.
Such further developments would be of immense value to the practice
of public administration. Th e world of public administration,
in short, has for some time been treating networks seriously, but the
work is far from complete.